Supply Chain Management Socially Responsible Supply Chain Management.
Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7...
-
Upload
harry-cannon -
Category
Documents
-
view
217 -
download
0
Transcript of Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7...
![Page 1: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/1.jpg)
Supply Management
Chapter 7
![Page 2: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/2.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 2
7
1. Define Supply Management.
![Page 3: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/3.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 3
7 Supply Management
Supply Management – The broad set of activities carried out by organizations to analyze sourcing opportunities, develop sourcing strategies, select suppliers, and carry out all the activities required to procure goods and services.
![Page 4: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/4.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 4
7
2. Why is Supply Management very critical to the success of any
business?
![Page 5: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/5.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 5
7 Why is Supply Management critical?
Global Sourcing Competition against global competitors and their
supply chains. Advances in information systems have helped.
![Page 6: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/6.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 6
7 Why is Supply Management critical?
Financial Impact
Table 7.1
![Page 7: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/7.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 7
7 Why is Supply Management critical?
Financial Impact Cost of goods sold – The purchased cost of goods from
outside suppliers. Merchandise inventory – A balance sheet item that shows
the amount a company paid for the inventory it has on hand at a particular point in time.
Profit margin – The ratio of earnings to sales for a given time period.
Return on assets (ROA) – A measure of financial performance defined as Earnings/Total Assets
![Page 8: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/8.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 8
7 Profit Leverage – Example 7.1
Financial Impact Every dollar saved in purchasing lowers COGS by
$1 and increases pretax profit by $1.• Profit leverage effect – A term used to describe the
effect of $1 in cost savings increasing pretax profits by $1 and a $1 increase in sales increasing pretax profits only by $1 multiplied by the pretax profit margin.
Every dollar saved in purchasing lowers the merchandise inventory figure – and as a result, total assets – by $1.
![Page 9: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/9.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 9
7 Why is Supply Management critical?
Performance Impact Purchased goods can have a major effect on other
dimensions such as quality and delivery performance.
![Page 10: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/10.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 10
7
3. What are the six steps in the strategic sourcing process?
![Page 11: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/11.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 11
7 The Strategic Sourcing Process
Figure 7.1
![Page 12: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/12.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 12
7 Assess Opportunities
Spend Analysis – The application of quantitative techniques to purchasing data in an effort to better understand spending patterns and identify opportunities for improvement.
![Page 13: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/13.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 13
7Assess Opportunities – Example 7.3
Examine the trends and impact of spending.
Table 7.3
Figure 7.2
![Page 14: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/14.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 14
7 Profile Internally and Externally
Two approaches to creating profiles: Category profile – An approach to understand all
aspects of a particular sourcing category that could ultimately have an impact on the sourcing strategy.
Industry Analysis – An approach to provide a more detailed understanding of the characteristics of the external supply base.
![Page 15: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/15.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 15
7 Develop the Sourcing Strategy
The Make-or-Buy Decision A high-level, often strategic, decision regarding
which products or services will be provided internally and which will be provided by external supply chain partners.• Insourcing – The use of resources within the firm to
provide products or services.• Outsourcing – The use of supply chain partners to
provide products or services.
![Page 16: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/16.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 16
7
4 and 5. What are the advantages and disadvantages of insourcing
and outsourcing?
![Page 17: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/17.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 17
7 Develop the Sourcing Strategy
Advantages and Disadvantages of
Insourcing and Outsourcing
Table 7.6
![Page 18: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/18.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 18
7 Develop the Sourcing Strategy
Factors that affect the decision
to Insource or Outsource.
Table 7.7
![Page 19: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/19.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 19
7 Develop the Sourcing Strategy
Total cost analysis – A process by which a firm seeks to identify and quantify all of the major costs associated with various sourcing options. Direct costs – Costs tied directly to the level of
operations or supply chain activities. Indirect costs – Costs that are not tied directly to
the level of operations or supply chain activity.
![Page 20: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/20.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 20
7 Develop the Sourcing Strategy
Insourcing and Outsourcing Costs
Table 7.8
![Page 21: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/21.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 21
7 Develop the Sourcing Strategy
Portfolio analysis – A structured approach used by decision makers to develop a sourcing strategy for a product or service, based on the value potential and the relative complexity or risk represented by a sourcing opportunity.
![Page 22: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/22.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 22
7
6. What are the four quadrants in the portfolio analysis?
![Page 23: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/23.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 23
7 Develop the Sourcing Strategy
Portfolio Analysis The Routine Quadrant – Readily available products or services (small
% of total).• Electronic Data Interchange
The Leverage Quadrant – Standardized and readily available products or services (large % of total).• Preferred suppliers
The Bottleneck Quadrant – Unique or complex products or services supplied by few suppliers.
The Critical Quadrant - Unique or complex products or services supplied by few suppliers, representing large % of total.
![Page 24: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/24.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 24
7 Develop the Sourcing Strategy
Bottleneck Critical
Routine Leverage
Value Potential
High
Complexity or Risk Impact
HighLow
Low
Portfolio Analysis
![Page 25: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/25.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 25
7
7. What are the four types of sourcing options?
![Page 26: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/26.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 26
7 Develop the Sourcing Strategy
Single sourcing – The buying firm depends on a single company for all or nearly all of an item or service.
Multiple sourcing – The buying firm shares its business across multiple suppliers.
Cross sourcing – Using a single supplier for a certain part or service and another supplier with the same capabilities for a similar part.
Dual sourcing – Using two suppliers for the same purchased product or service.
![Page 27: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/27.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 27
7 Screen Suppliers and Create Selection Criteria
Criteria to evaluate suppliers
Process and design capabilities
Management capability
Financial condition and cost structure
Longer-term relationship potential
![Page 28: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/28.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 28
7 Conduct Supplier Selection
Weighted-point evaluation system – An evaluation system to evaluate potential suppliers, track supplier’s performance over time, and rank current suppliers.
Method Assign weights to performance dimensions. Rate the performance of each supplier with regard to each dimension. Calculate the total score.
![Page 29: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/29.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 29
7 Supplier Selection – Example 7.6
Summary Data for Three Possible Suppliers
Table 7.11
![Page 30: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/30.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 30
7 Supplier Selection – Example 7.6
5 = excellent
4 = good
3 = average
2 = fair
1 = poor
Scoring Scheme Criteria Weights
WPrice = 0.3
WQuality = 0.4
WDelivery = 0.3
n
YYXYX WePerformancScore
1
![Page 31: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/31.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 31
7 Supplier Selection – Example 7.6
Performance Values for Alternative Suppliers
Table 7.13
![Page 32: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/32.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 32
7 Supplier Selection – Example 7.6
Total Scores for Alternative SuppliersScore Aardvark = (4 x 0.3) + (3 x 0.4) + (4 x 0.3) = 3.6
Score Beverly = (3 x 0.3) + (5 x 0.4) + (2 x 0.3) = 3.5
Score Conan = (5 x 0.3) + (1 x 0.4) + (1 x 0.3) = 2.2
Aardvark should improve their quality.Beverly Hills should improve their delivery and price.
Conan is out of the running as a potential supplier.
![Page 33: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/33.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 33
7 Negotiate and Implement Agreements
Competitive bidding – A request for bids from suppliers with whom a buyer is willing to do business. Request for quotation – A formal request for the
suppliers to prepare bids, based on the terms and conditions set by the buyer.• Description by market grade/industry standard• Description by brand• Description by specification• Description by performance characteristics
![Page 34: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/34.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 34
7 Negotiate and Implement Agreements
Negotiating – A more costly, interactive approach to final supplier selection.
Negotiation is used best when: The item is a new or technically complex item with only vague
specifications. The purchase requires agreement about a wide range of performance
factors. The buyer requires the supplier to participate in the development
efforts. The supplier cannot determine risks and costs without additional input
from the buyer.
![Page 35: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/35.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 35
7 Negotiate and Implement Agreements
Contracting – The process of creating a detailed purchasing contract to formalize the buyer-supplier relationship. Fixed-price contract – Stated price does not
change. Cost-based contract – Price of the good or service
is tied to the cost of some other key input or economic factor.
![Page 36: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/36.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 36
7
8. What are the five steps in the Procure-To-Pay cycle?
![Page 37: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/37.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 37
7 The Procure-to-Pay Cycle
Ordering Purchase order – A document that authorizes a supplier to deliver a
product or service and includes the terms and conditions of the sale.
Follow-up and expediting Receipt and inspection
Statement of work (scope of work) – Terms and conditions for a purchased service.
Settlement and payment May be paid through Electric Funds Transfer (EFT)
Records maintenance
![Page 38: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/38.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 38
7
9. What are two trends in supply management?
![Page 39: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/39.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 39
7 Trends in Supply Management
Sustainable Supply Becoming more conscious of the importance of
being environmentally friendly and using environmental performance in selecting suppliers.
Ensuring compliance with regulations. Reducing packaging, promoting recycling,
reducing costs.
![Page 40: Supply Management Chapter 7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall7 - 2 1. Define Supply Management.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649e0b5503460f94af3a38/html5/thumbnails/40.jpg)
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 7 - 40
7 Trends in Supply Management
Supply Chain Disruptions Caused by natural disasters, economic/political
events. Cause a big threat to revenue streams. Increased risk due to outsourcing to global
suppliers.